Managing Change Enquiry and Action

The aims of this chapter are to:

• introduce the concepts of stakeholders and influence;

• explore an approach to mapping stakeholders;

• identify the potential dynamics of stakeholders; and

• consider the implications for strategic and tactical action.

As a change idea or programme is introduced people will naturally align themselves with various positions with regard to the change. For some the change may represent a step in the right direction, and so be something to be supported. For others it could constitute a threat, for example by rendering their current competencies redundant, and so they may oppose the change. In many change situations there are a great variety of possible positions, and the complexity is increased as stakeholders change their positions over time. Therefore, when leading change it is helpful to understand the positions that stakeholders may adopt and what the consequences of this can be for change outcomes. In this chapter we explore a technique for mapping stakeholders’ positions, recognizing the influence that they might exert and the dynamics that emerge as people act and react to each other.